MATRIX Neurological has been established as a Charitable Incorporated Organisation [CIO]. This is a new form of legal entity designed for charitable organisations in England and Wales. It is an incorporated form of charity that is not a company. The provisions of the Companies Act 2006 do not apply to us as a CIO unless the CIO Regulations change and make such provision.
The main advantage of a CIO is the limited liability afforded by an incorporated form, alongside the lower administrative burden associated with being regulated by the Charity Commission alone, and not by Companies House. The CIO is the only bespoke legal vehicle for charities, and has been designed with charities in mind.
Three months after agreeing and signing our governing document, Matrix Neurological was awarded its charitable status by the Charity Commission and was entered onto the Register of Charities under its Registration Number: 1159973.
This gives us the powers to:
MATRIX Neurological uses the Foundation model of CIO whereby the only members are our Trustees who make all the strategic decisions in the best interest of the charity.
In order to qualify as a Charitable Incorporated Organisation we MUST:
[Reference: Charity Commission; Charity types: how to choose a structure (CC22a); 4 November 2014]
We believe the CIO to be more flexible than a charitable company limited by guarantee because a CIO constitution can allow for decisions at meetings to be by consensus, for example. The regime for electronic communications with members is also less rigid than the regime that applies to charitable companies
Aside from the lower administration in complying with just one regulator’s requirements, the CIO can be a suitable vehicle for joint ventures or other collaborative activity between charities or for the delivery of statutory services being outsourced from local authorities. It can also help with risk management around delivery of activities, employment obligations and so on.
"Families and professionals spend time focusing on the negative aspects of ABI. Families need to be properly supported as 'resilience' is key to delivering successful outcomes for children and young people."
"We need to harness the power of brain plasticity for treating children and young people with brain injury. Stressful experiences alter brain development of a child, especially at the key ages of 0-3 and at ages 10-16"
"Often families don't have the financial capability to access services. We need to rethink how we delivery neuro-rehab services to children and young people"
"Case management for children and young people post acquired brain injury is 'pivotal' to successful outcomes and must be local"
"Taking brain injured children home causes high stress for families. Disjointed services exacerbate family stress levels."
"When someone has a brain injury, early access to local, specialist rehabilitation is crucial to ensure the maximum recovery and make significant savings to the state in health costs"
"Too often children and young people with ABI are discharged from hospital without specialist brain support that they and their families need to overcome lifelong challenges"
"Poor parenting styles affects children's behavior; increased their learning disability; and had a negative impact on emotions; anxiety; anger management post brain injury"
"New parenting support intervention showed how parenting style is related to executive dysfunction in children and young people post brain injury. With support parents cope better so the child has a better recovery"
"Different 'experts' involved in pediatric neuro-rehabilitation come from different organisational cultures which causes conflict and has a negative effect on the outcomes for the child."